D
Hmmm. I worked with an organisation that had 23 locations, 160 employees, and generated 600 CARs a year. This quantum is not managable unless you have a very good system for dealing with them.
CLOSE OUT, is a critical problem. I had eleven people who had the additional job of being internal auditors. Audits were conducted at each site every 6 months, and all CARs that were OPEN during that period were reviewed, and closed out by the auditors in their reports, or noted as not fully implemented, or whatever.
It was the only way I could close out the things, except where the preventive actions related to revised documentation, or some other thing that I could witness without driving all over the place.
The particular CAR system included OHS incidents and hazards, customer complaints, nonconformances, improvements, security breaches, etc., etc.
For the managers I focussed on them adopting an empathetic apporach - if you wrote this CAR, would you be satisfied with the responses and actions?
In the circumstance where your auditor is coming, and you can't find any other means to motivate people, steer the auditor to focus on the problems you are experiencing. He/She will raise a NCR and hopefully this will spark the necessary crisis meeting and actions. It also serves to steer auditors away from anything else you don't want to deal with until you get the time!
Let the challenge motivate you, don't throw in the towel just yet - if I used that approach, I'd spend all my time fishing, golfing, surfing and sunbathing.
You must get executive buy-in. The CAR problems may just be a symptom of a far worse disease!
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CLOSE OUT, is a critical problem. I had eleven people who had the additional job of being internal auditors. Audits were conducted at each site every 6 months, and all CARs that were OPEN during that period were reviewed, and closed out by the auditors in their reports, or noted as not fully implemented, or whatever.
It was the only way I could close out the things, except where the preventive actions related to revised documentation, or some other thing that I could witness without driving all over the place.
The particular CAR system included OHS incidents and hazards, customer complaints, nonconformances, improvements, security breaches, etc., etc.
For the managers I focussed on them adopting an empathetic apporach - if you wrote this CAR, would you be satisfied with the responses and actions?
In the circumstance where your auditor is coming, and you can't find any other means to motivate people, steer the auditor to focus on the problems you are experiencing. He/She will raise a NCR and hopefully this will spark the necessary crisis meeting and actions. It also serves to steer auditors away from anything else you don't want to deal with until you get the time!
Let the challenge motivate you, don't throw in the towel just yet - if I used that approach, I'd spend all my time fishing, golfing, surfing and sunbathing.
You must get executive buy-in. The CAR problems may just be a symptom of a far worse disease!
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